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2023-03-31-accounts

CHARITY REGISTRATION NUMBER: 1156819

CONSOLIDATED REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

ACCESS SPORT CIO

ACCESS SPORT CIO

CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

Page
Reference and administrative information 1
Chairman’s Report 2
Chief Executive’s Report 3 to 5
Report of the Trustees 6 to 15
Independent Auditor’s Report 16 to 18
Consolidated Statement of Financial Activities 19 to 20
Balance Sheets 21
Consolidated Statement of Cash Flows
22
Principal accounting policies 23 to 26
Notes to the Financial Statements 27 to 35
Detailed Statement of Financial Activities 36
Detail of income from public investors 37

ACCESS SPORT CIO

REFERENCE AND ADMINISTRATIVE INFORMATION

Trustees Martin McPhee Chairman David Ascott Chair of Finance and Audit Committee Mark Burgess Term ended 29[th] September 2022 Paul Lee Term ended 25[th] May 2023 John Baker Helen Killingley Nic Janvier Christine Gibbons Lorraine Bedwell Matthew Dawson Mandana Mehranpour Sarah Mortiboys Appointed 24[th] November 2022 Mike Diaper OBE Appointed 24[th] November 2022

Chief Executive Officer Helen Rowbotham

Principal address Pill Box 115 Coventry Road London E2 6GG

Registered Charity number 1156819

Auditor Buzzacott LLP 130 Wood Street London EC2V 6DL

Bankers Lloyds Bank Plc 47 Milsom Street Bath BA1 1DX

Solicitors Stone King LLP Boundary House 91 Charterhouse Street London EC1M 6HR

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ACCESS SPORT CIO

CHAIRMAN’S REPORT FOR THE YEAR ENDED 31 MARCH 2023

This year was an incredibly successful and important year for Access Sport. With over 11,600 children and young people supported, our model continues to provide positive impact and reach. In addition, we launched our Stand for Inclusion strategy, refreshing our brand identity to communicate our vision, mission, and strategy more effectively. With this renewed focus and clarity of purpose for our work, we believe solid foundations have been laid to drive accelerated growth and deliver the greatest impact for our beneficiaries.

Disabled and disadvantaged children and young people are at the heart of everything we do, and they need our support now more than ever. As we move through 2023, over a quarter of young people live in poverty in the UK. 85% of parents and carers are concerned about the cost-of-living increases on their family and we know that 58% of younger disabled people are already reducing how active they are due to the cost-of-living crisis. In the last three years the likelihood of young people having a mental health problem has increased by 50%. Investment in and access to inclusive community sport (local, low cost, safe, accessible, and welcoming to all), and all the benefits it can deliver, remain woefully low and the children and young people we support are amongst the worst affected, with less than half of all children and young people meeting Chief Medical Officer activity guidelines.

To tackle these inequalities, we are on a mission to make inclusion the norm in community sport. We train, equip and support community clubs and volunteers to provide inclusive sport and physical activity, delivering transformational benefits including physical and mental health and well-being, personal development including life skills and prospects, sense of belonging and community engagement.

The ambitious plans laid out in our strategy are being delivered by our incredibly experienced and highly valued team, spearheaded by CEO Helen Rowbotham and our wonderful and very diverse team of Trustees. This last year we welcomed to the Access Sport family, two new Trustees, Sarah Mortiboys and Mike Diaper OBE, who both bring a wealth of experience in the creation and leadership of programmes focused on children and young people, community sport and tackling inactivity.

We have also renewed long term funding partnerships, established new partners/ relationships, and are a trusted partner within the areas where we work, across multiple sporting communities and within the sport for development sector. A huge thank you to all our partners, however a special mention to London Marathon Foundation who have continued to invest in our outcomes, as one of their long-term partners.

Our ambitious plans can’t be delivered without the help and support of volunteers, funders, partners, and others who enable us to make our work a reality. Laying the foundation for future growth has been a key part of our work this year, and I am pleased to say that Helen and the Team have done a fantastic job in building this launch pad.

As you can see, it really has been an excellent year for Access Sport, and we are now looking forward to continuing to scale up. As detailed in Stand for Inclusion, we will continue to invest in our core team, as well as our fundraising, communications, and partnerships over the coming months. This will, in turn, provide a strong foundation for expanding our programmes across more sports and locations over the next five years.

Martin McPhee Chairman Date 21 September 2023

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ACCESS SPORT CIO

CHIEF EXECUTIVE’S REPORT FOR YEAR ENDED 31 MARCH 2023

I have been immensely proud of the staff team, and everyone connected to Access Sport this last year. Launching our Stand for Inclusion growth strategy, a new brand identity, and delivering on all our charitable objectives, has been possible because of close team and partnership working. There has been a lot of change across the organisation and the growth in the number of beneficiaries supported, as well as the quality of the work delivered, is testament to our collaborative, team approach.

We measure our impact across three main areas and below is how we performed against each one:

Individuals

In 2022/23 we improved the lives of 11,600 children and young people, enabling them to access the transformative benefits of inclusive, community sport. This is a significant uplift on the previous year’s figure and enables us to continue to further scale up our delivery and expand our reach. Of these:

The clubs and organisations we support are often a lifeline for the young people they work with, as well as their parents.

“My daughter attended this tonight. She has autism, adhd and several other disabilities. Just in case anyone wondered what it was like she absolutely loved it! The dance teachers were so considerate. There were deaf children, children in wheelchairs and my daughter was allowed to wear her ear defenders. Really happy with what I saw tonight and would recommend, though I acknowledge it was only the first session.” Parent, whose child attended an Access Sport supported club.

"Jason is autistic and has many challenges, among which are communication and social skills. He’s always solitary, even in a crowd. As a parent, the isolation is heart-breaking. We started attending the BMX Club last year and immediately we felt welcomed. There’s a young leader and Jason calls her Miss Ellie. She patiently guides, teaches, and encourages Jason. She communicates with clarity and empathy and always cheers for Jason with positive words. Eventually, Jason started gaining confidence not only on BMX tracks but also in using his words. He started talking to Ellie and she patiently listens to him. Ever since attending the Club, Jason gains confidence, has increased attention and focus.” Parent, whose child attends an Access Sport supported BMX club.

Looking ahead, enabling more young people to access inclusive community sport is our primary focus and we have set ourselves ambitious targets for the next five years. We will continue to target disadvantaged and disabled young people and maintain our laser focus on delivering sustainable change which will benefit generations to come.

Community

This year we supported 180 community sports clubs, upskilled 852 coaches and volunteers, and trained 574 young leaders through our Academy. As part of our Changing Sports work, we formally established a new disability inclusive Tryz Rugby League programme, expanded our work with the LTA and formed new partnerships with several sports governing bodies.

Within our Changing Places programme, our work with Nuffield Health in Manchester remains strategically important. As we approach the year 1 anniversary of our partnership, our reach and impact in Greater Manchester has reached new heights. In Bristol, our Ignite Bristol and local cycling work continues to go from strength to strength. In London we continue to grow our disability inclusion work as well as our cycling and basketball work with deprived communities. Basketball will continue to grow in importance as we scale up this work in partnership with Basketball England and the London Marathon Foundation.

The sport clubs, organisations, and volunteers we work with want to be more inclusive but need support to build their confidence and help them to remove barriers to participation and this is where Access Sport steps in. We know, from the feedback we receive, that this support makes a real difference.

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ACCESS SPORT CIO

CHIEF EXECUTIVE’S REPORT - CONTINUED FOR YEAR ENDED 31 MARCH 2023

“I cannot thank Access Sport enough. In the past few weeks our participants have grown in confidence exponentially. Those who couldn’t ride at all now know the freedom of being able to ride a bike unsupported which is such a joy to witness.” Volunteer at an Access Sport supported club.

Our training work included 574 new young leaders in Greater Manchester through our Young Leaders Academy. We are providing unique, tailored opportunities for young people at risk of poverty or social exclusion. Being a Young Leader is about more than enhancing sporting prowess, it is about enhancing individual skills and well-being, offering a rounded and exciting portfolio of opportunities.

Inclusion training continues to be a central strand of our work with clubs and other partners, ensuring that they can include all participants in their activity. This year, we also have been working closely with the England and Wales Cricket Board to deliver disability inclusion training to their clubs and will continue to do so throughout 2023.

In addition to this direct reach noted above, we have also benefitted entire communities through two new, allability community cycling facilities that we delivered in 2022/23 in Hillsborough, Sheffield, and Bromley, Kent. These sites will have had over 7,000 visits per month since they opened and will have had a really positive local impact.

Councillor Richard William at Sheffield City Council said “The new pump track is a fantastic addition to Hillsborough Park that’s raised the quality of the park as a destination site, providing a range of leisure and recreational facilities for the local community. The track is a free space for everyone to use and it’s already bringing communities together and supporting people and families to be active."

Ralph Ambrose, a local resident in Bromley said “Hoblingwell Wood, where the new bike track is, has had a long history of anti-social behaviour. We were having fires, we were having drug dealing, knives and the noise from the scrambler bikes that terrorised park users meant that people were scared off the site. The moment the track was opened, and the youths felt that they were welcome, all of that behaviour started to dissipate. We have children cycling from Bromley to come and use this track because it’s a great track. We have people driving in, we had a lady from Bickley just a few months ago who said this is the best park in Bromley, and that's an amazing accolade from where it was.”

System Change

Whilst our work to empower community clubs and volunteers to transform the lives of underserved young people is central to our vision and mission, we are also committed to using our experience and expertise to help make inclusion the norm across all community sport. This approach is central to the delivery of sustainable, long-term change within the sport and physical activity sector. System change is therefore a key strand of our work and central to our future growth plans.

This year, our system change work has included working with the Sport for Development Coalition as part of their steering groups. We have further developed our new Inclusive Club Network, a national multi-sport network of all clubs supported through our Changing Sports and Changing Places work. Working closely with our National Partners, including the Activity Alliance, we have supported national research and policy development work.

We also continue to provide both ad hoc and comprehensive advice, guidance and support to other sector organisations including, for example, advising on the development of a new track development in Oxfordshire. We also delivered an important piece of consultancy work for the British Equestrian Federation at the end of 2022, where we worked with them to review the Riding for the Disabled Association’s Accessibility Mark scheme. Feedback included:

“We had the pleasure of working closely with Access Sport on this project and were thoroughly impressed with their research capabilities on this specialised subject matter, their professionalism, attention to detail, and commitment to excellence” Mandana Mehran Pour (Head of Participation and Development) & Damian Stevenson (Strategic Lead Insight) – British Equestrian Federation.

More generally, we play an active role in advocating for and championing system wide change as part of our mission to make inclusion the norm.

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ACCESS SPORT CIO

CHIEF EXECUTIVE’S REPORT - CONTINUED FOR YEAR ENDED 31 MARCH 2023

Supporters

None of this work would be possible without the support of our dedicated staff, volunteers, supporters, ambassadors, and national partners including Sport England and National Governing Bodies (NGBs) such as the Rugby Football League and England Hockey. Equally important are our partnerships with Sport England, London Marathon Foundation, Nuffield Health, and Columbia Threadneedle Investments, along with local authority partners and generous grant-giving trusts who all passionately share and believe in our purpose.

It’s been fantastic to continue to create fundraising events in Bristol, Manchester, and London. In London we held our Stand for Inclusion dinner and awards in March 2023, and guests were as committed to our cause as ever, experiencing, first-hand, the vital work of the clubs we support and our staff team.

Continuing to grow this network of supporters is critical and remains an important focus for our team.

Looking ahead

We will continue to deliver our Stand for Inclusion growth strategy and pursue our ambitious growth targets. We are confident that we have solid foundations on which to continue to build. We have strong governance, an experienced Senior Leadership Team, a dynamic and ambitious staff team, and effective offers that can be replicated across new sports, locations, and clubs. We are excited to see what the future holds and to continue to make positive impact for disadvantaged and disabled children and young people.

Helen Rowbotham Chief Executive

Date 21 September 2023

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ACCESS SPORT CIO

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2023

The Trustees present their Annual Report together with the consolidated financial statements of Access Sport CIO and its subsidiary company for the year ended 31 March 2023. The financial statements have been prepared in accordance with the accounting policies set out on pages 19 to 22 and comply with the Charity’s Constitution, the Charities Act 2011 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102).

STRUCTURE, GOVERNANCE AND MANAGEMENT

Organisation and Governing Document

Access Sport CIO is a Charitable Incorporated Organisation registered on 28 April 2014. The Chief Executive Officer, reporting to the Board of Trustees, carries out day to day management.

The Board keeps the skills requirements for the Trustee body under review. New Trustees may be sought by open advertisement or through a dialogue with candidates in relevant sectors. The ultimate decision on selection is a matter for the Board of Trustees. When new Trustees are appointed, they are given an introduction to the work of the charity and provided with the information they need to fulfil their roles.

Delegation of Authority

A number of authorities and decisions are reserved to the Board, and these are set out in a document, "Trustee Governance", which was last approved by the Board in June 2020. Most operational decisions are delegated to the Chief Executive in accordance with the strategic, planning, and budgetary parameters and risk management strategy approved by the Board of Trustees.

The functions delegated to the Chief Executive are set out in a “Delegation of Board Powers” policy. The Chief Executive may, in turn, delegate all or any of these functions to other members of staff, whilst retaining responsibility to the Board of Trustees for the exercise of these functions.

There are some issues on which the Board seeks early warning or dialogue, or on which the Executive may seek the Board steer and/or input. Escalation ensures that the Board is made aware of issues of high risk/ high impact, and enables it to be kept informed, explore issues with the Chief Executive and exercise discretion as to whether it may need to formally approve decisions/action. This process may also help to identify any policy issues arising from new or difficult decisions i.e., the outcome of some decision reviews may lead to a review of Access Sport policy.

Decision making

Any decision may be taken either at a meeting of the charity Trustees, or by resolution in writing or electronic form agreed by all of the charity Trustees, which may comprise either a single document or several documents containing the text of the resolution in like form to each of which one or more charity Trustees has signified their agreement.

The charity Trustees may delegate any of their powers or functions to a committee or committees, and, if they do, they shall determine the terms and conditions on which the delegation is made, including the composition of the committee or committees and the procedure for reporting back to the charity Trustees. The charity Trustees may at any time alter those terms and conditions or revoke the delegation.

This power is in addition to the power of delegation in the General Regulations and any other power of delegation available to the charity Trustees, but is subject to the following requirements:

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ACCESS SPORT CIO

REPORT OF THE TRUSTEES - CONTINUED FOR THE YEAR ENDED 31 MARCH 2023

In 2022/23 we continued our sub-committee structure (established in 2018/19):

a) Finance and Audit Committee

(David Ascott, Martin McPhee, Christine Gibbons, John Baker, Liz Crossley)

b) Income Generation Committee

(Greg Searle, Martin McPhee, Helen Killingley, John Clark, Matthew Dawson, Keith Wishart)

The committee works with management to:

c) Nominations Committee

(John Baker, Martin McPhee, Helen Killingley, Christine Gibbons)

The committee oversees the recruitment and selection of Trustees and the Chief Executive Officer.

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ACCESS SPORT CIO

REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2023

Public benefit

The charity has due regard to the guidance published by the Charity Commission on public benefit. To address the requirement to show how the charity has demonstrated public benefit, please refer to the Achievements and Performance section on page 12.

KEY MANAGEMENT

Key management personnel are the directing staff (senior leadership team):

Helen Rowbotham CEO Nia Rowlands Finance Director Sue Wheeler Administration Director Joe McTague Delivery Director Hayley Barton Delivery Director Julian Barrell Fundraising and Communications Director (Stepped down May 2022) Tom Dixon Fundraising and Communications Director (Appointed July 2022)

Pay and remuneration of the CEO is set by Trustees (Nominations Committee). Pay and remuneration of other key management personnel is set by the Chair of Trustees and the CEO.

Access Sport’s remuneration policy and practices reflect our charitable objectives of good governance combined with the need to attract and retain high quality personnel. The senior leadership team conduct an annual salary review for all staff (except for the CEO) with increases awarded for individual performance linked to specific objectives and competencies for each role. A review of market rates with reference to available salary surveys is undertaken regularly.

The Trustees regularly review the remuneration package of the CEO and Access Sport’s overall human resources policies, including salary rates, annual increase, and staff benefits. Remuneration packages may consist of fixed elements such as salary, pension, and life assurance; and a variable element of a discretionary performance-based bonus payment. Employee benefits are reviewed annually.

The Trustees approve annually the staffing and salary budget and forecast for the year. This includes key management personnel.

OBJECTIVES AND ACTIVITIES

Objectives and aims

Even in 2023, too many young people remain unable to access the transformational benefits of community sport that we so often take for granted, through no fault of their own. Investment in and access to inclusive community sport (local, low cost, safe, accessible, and welcoming to all), is inadequate and the pandemic and cost of living crisis have served to reinforce existing inequalities.

Less than half of all children and young people currently meet Chief Medical Officer activity guidelines. The clubs, community organisations, coaches, and volunteers we work with want to do more, but need support and this where Access Sport steps in.

Our vision is that no one should be excluded from the transformational benefits of community sport. The benefits we focus on are:

Our mission is to make inclusion the norm by tackling the access barriers faced by disadvantaged and disabled young people, focussing on the causes of exclusion not just the symptoms.

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ACCESS SPORT CIO

REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2023

Our work

We train, equip and support community sports clubs, organisations, and volunteers to provide inclusive sport and physical activity, unleashing their potential to transform the lives of underserved young people in their local communities.

This work is either place based (Changing Places) or sport focussed (Changing Sports). All the clubs we support are invited to join our Inclusive Club Network. We then use the expertise gained through this work to effect System Change.

What we do:

Training

Supporting

Equipping/ resourcing

System change

Changing Sports

Changing Sports is our sport specific, multi-location work. Current target sports include cycling, hockey, rugby, swimming, basketball and tennis.

What we do:

Changing Places

Changes Places is our place based multi-sport work. We have teams on the ground in London, Bristol, Oxford and Manchester and are also working in the West Midlands and Sheffield.

What we do:

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ACCESS SPORT CIO

REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2023

Access Sport Inclusive Club Network

After putting together the research, planning and preparation work during late 2022 and through early 2023, we officially launched our Inclusive Club Network online in September 2023.

It is a national multi-sport network of clubs supported through our Changing Sports and Changing Places work.

It brings together our existing networks of 50 Flyerz hockey clubs and over 90 inclusive cycling clubs, as well as other sports clubs and organisations that we support, and new inclusive clubs will be added to the network.

The network is a values driven community of clubs with a shared objective to make inclusion the norm in community sport. The network is online, and content driven with email bulletins and a regular programme of inclusion focused webinars, inspirational talks, training opportunities, information sharing and networking opportunities.

It complements our current work, bolstering our long-term support to clubs when initial hands-on support is no longer required.

System change

Access Sport are highly respected leaders in the field of sport for development. Inclusion is in our DNA and this is reflected in how we work, as well as the activities we deliver. We are dynamic and ambitious collaborators, working with a wide range of partner organisations to deliver our shared objectives to make inclusion the norm in community sport.

Whilst our work to empower community clubs and volunteers to transform the lives of underserved young people is central to our vision and mission, we are also committed to using our experience and expertise to help make inclusion the norm across all community sport.

This approach is central to the delivery of sustainable, long-term change within the sport and physical activity sector. System change is therefore a key strand of our work and central to our future growth plans.

What we do:

What makes us different?

Volunteer-led sports clubs are hugely important community resources that often do not reach their full potential for helping young people. With an estimated 160,000 in the UK, volunteer-led sports clubs have huge potential. However, many are under-resourced and under-connected, particularly in disadvantaged areas, making it difficult for them to grow and develop sustainable offers which deliver the social and health benefits of sport to young people in their communities.

Local sports clubs, organisations and volunteers want to do more but need support and this is where Access Sport can help. We help providers to become more inclusive, address barriers to access and transform the lives of underserved young people in their communities.

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ACCESS SPORT CIO

REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2023

ACHIEVEMENTS AND PERFORMANCE

In 2022/23 we improved the lives of 11,647 children and young people, enabling them to access the transformative benefits of inclusive, community sport. We supported 180 community sports clubs and upskilled 1,426 coaches, volunteers and young leaders.

This is a significant uplift on the previous year’s figure and is in line with our ambition to scale up our delivery and expand our reach, as outlined in Stand For Inclusion, our 2022-2027 Growth Strategy. These figures are the beneficiaries we reach through the community clubs we support and the direct delivery we run.

2021/22 2022/23
Participants 8,144 11,647
Less Active (less than 30 mins per day) 24% 15%
Ethnically Diverse Communities 37% 30%
Disabled 33% 32%
Female 41% 32%
Top 20% most deprived communities 36% 48%
Clubs 107 180
Coaches/Volunteers upskilled 386 852
Young leaders upskilled 231 574

In addition to this direct reach, we have also benefitted entire communities through the two new, all-ability community cycling facilities that we delivered in 2022/23 in Bromley (London) and Hillsborough (Sheffield).

Looking to the future, in 2023 we have also made some important investments in Access Sport, which will provide a firm foundation for future growth. These include the expansion of our Changing Sports Team, as well as recruiting a new Monitoring and Evaluation Manager, a Communications and Marketing Manager, Finance and Fundraising Officer as well as a Trusts, Foundations and Statutory Funding Manager, enabling us to scale up and achieve our ambitious growth targets over the next three years.

GRANT MAKING POLICY

Grants are currently only made from The Angus Irvine Playing Fields Fund, which exists to increase opportunities for young people in disadvantaged areas of the UK to play sport. The fund is available to local community groups, sports clubs, and charities based in Greater Manchester, Oxfordshire, Greater London, or the West Midlands, supported by Access Sport’s Changing Places programme. All projects must also be based in or serving a borough or ward within the top 20% Indices of Multiple Deprivation and deliver activities with a focus on including young people (up to the age of 25) who would otherwise be excluded from sport such as:

Grants will typically be in the range from £2.5k - £5k, although a larger grant may be possible in some circumstances and towards some or all the following types of projects:

1 projects with a disability focus will be considered but is not currently a priority for the fund

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ACCESS SPORT CIO

REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2023

FINANCIAL REVIEW

2022/23 was a year of growth and expansion, following the launch of the Stand for Inclusion growth strategy and brand refresh in 2022.

Total income for the year was £1,864,566 – a 10% increase on 2021/22 (£1,688,917). We have developed new projects under our Changing Sports programme, continued to grow existing programmes, and completed our current round of track-building activity in Bromley and Sheffield.

Expenditure for the period totalled £1,710,360 a small decrease on 2021/22 (£1,724,967), which has left a surplus for the year of £154,206. Most areas of expenditure have remained static, but there has been an increase of £133,000 in grants paid from the Angus Irvine Playing Fields Fund, after the hiatus caused by the Covid-19 pandemic in previous years. The year-end position shows an increase in unrestricted funds of £116,890 and an increase in restricted funds of £37,316 (2021/22: unrestricted funds were £111,472 and restricted funds were £448,756).

RESERVES POLICY AND FINANCIAL POSITION

The Trustees recognise the importance of ensuring that sufficient reserves are retained to maintain adequate working capital to fund operational activity, to provide for unseen circumstances and to invest in the development of the charity. Against a history of uneven income streams, from both statutory and other sources, the Trustees aim to maintain reserves equivalent to at least three months operating costs, which is defined as unrestricted expenditure, during the year. The policy will be reviewed before the start of each financial year.

Free reserves for 2022/23 have more than doubled to £207,147 (2021/22: £91,555) which is equivalent to ten months of unrestricted expenditure based on 2022/23 levels. This is considerably above the level aimed for in the reserves policy, but with unrestricted expenditure forecast to increase in 2023/24 with the next phase of our growth strategy (investment in three new posts in fundraising, communications, and finance), this level of reserves is felt by Trustees to be appropriate and not excessive.

Net assets at the end of 2022/23 are £714,434 (2021/22: £560,228). The cash balance (including short-term deposits and current asset investments) is £480,688 (£412,434 lower than at the end of 2021/22 but still healthy). Debtors (mainly accrued income) have increased by £236,779 due mainly to one large grant being agreed but not invoiced or paid prior to year-end. Creditors (trade creditors, accruals, and deferred income) have reduced by £328,563, with no large invoices outstanding at the year end.

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ACCESS SPORT CIO

REPORT OF THE TRUSTEES – CONTINUED FOR YEAR ENDED 31 MARCH 2023

RISK MANAGEMENT

The Trustees have a duty to identify and review the risks to which the charity is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error. The Trustees confirm that major risks have been reviewed and systems and procedures have been established to manage those risks. The Trustees are of the opinion that the reserves and known subsequent income are sufficient for at least short to medium term financial requirements.

The major risks we currently face, and the mitigations we have put in place are:

FUNDRAISING

Access Sport places utmost importance on adhering to all recognised standards of fundraising governance. Fundraising is a core item at every Trustee meeting with a full update by the Fundraising & Communications Director. In addition, we have a sub-committee of Trustees who form our ‘Income Generation Committee’ who meet quarterly with the CEO and Fundraising & Communications Director, to scrutinise income and monitor fundraising performance.

Most of our income is received from national partner organisations and project grants, followed by corporate partnership income and events fundraising. To build financial resilience, we are currently growing our unrestricted income.

We subscribe to the Fundraising Regulator, and as such, all our fundraising activity conforms to the recognised standards including donor care and data management. We have not received any complaints about our fundraising activities.

SUBSIDIARY UNDERTAKING

Access Sport CIO is parent to Access Sport BMX CIC which is a registered Community Interest Company (Company number 10603583). The subsidiary is limited by guarantee. Access Sport CIO holds the voting rights and is the guarantor. The net assets are included in the group balance sheet, and the income and expenditure are included in the group Statement of Financial Activities but are not part of the charity accounts.

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ACCESS SPORT CIO

REPORT OF THE TRUSTEES - CONTINUED FOR THE YEAR ENDED 31 MARCH 2023

FUTURE PLANS

Stand for Inclusion, published in July 2022, is Access Sport’s new Growth Strategy. It aims to clearly communicate who we are, what we do, why we do it, as well as our ambitious plans to scale up our work to support more disadvantaged and disabled children and young people over the next five years. This is focussed on taking our tried and tested offers to new locations and working across more sports, whilst also supporting sector wide change.

Last summer we also launched a new brand identity which aims to better reflect this ambition, with a bold new kitemark like symbol and a colour and graphic palette that represents our inclusive values and collaborative culture. As well as being the name of our new strategy, Stand for Inclusion is our new tagline and it aims to be an emotive, action focussed rallying cry that reflects our commitment to making inclusion the norm within community sport.

We are confident that we have solid foundations on which to build, in pursuit of our ambitious growth targets. We have strong governance, an experienced Senior Leadership Team, a dynamic and ambitious team, and effective offers that can be replicated across new sports, locations, and clubs.

Our ability to deliver will be dependent on increased fundraising to support our plans and continuing to build strong partnerships with national and local organisations, corporate partners, supporters, communities, and volunteers. Our fundraising focus is on creating meaningful partnerships with trusts and foundations, corporate partnerships, and individuals. Our partnership with Nuffield Health is a great example of a place-based collaboration founded on shared objectives. Nuffield Health is now our Health and Wellbeing Charity Partner, with an initial focus on Manchester but we are exploring opportunities to take this model to other locations across the UK and are also exploring the development of a new Inclusive Group Exercise offer.

In addition to growing our range of partnerships, we are also focussed on growing our existing trusts and foundations work, as well as our national partnerships, including Sport England and the London Marathon Foundation, both of whom are supportive of our new Growth Strategy. We also aim to further grow our already successful fundraising with the video games industry, where we have established several strong partnerships in recent years.

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The Trustees are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The law applicable to charities in England & Wales requires the Trustees to prepare accounts for each financial year which give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources of the charity for that period. In preparing these financial statements, the Trustees are required to:

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ACCESS SPORT CIO

REPORT OF THE TRUSTEES - CONTINUED FOR THE YEAR ENDED 31 MARCH 2023

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Approved by the Trustees on 21 September 2023 and signed on their behalf by:

Martin McPhee Chairman

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INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF ACCESS SPORT CIO

Opinion

We have audited the accounts of Access Sport CIO (the ‘parent charity’) and its subsidiary (the ‘group’) for the year ended 31 March 2023 which comprise the group consolidated statement of financial activities, group and parent charity balance sheets, consolidated statement of cash flows, the principal accounting policies, and the notes to the accounts. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the accounts:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the accounts section of our report. We are independent of the group in accordance with the ethical requirements that are relevant to our audit of the accounts in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the accounts, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the accounts is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group and parent charity’s ability to continue as a going concern for a period of at least twelve months from when the accounts are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the annual report and accounts, other than the accounts and our auditor’s report thereon. Our opinion on the accounts does not cover the other information and we do not express any form of assurance conclusion thereon.

In connection with our audit of the accounts, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the accounts, or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the accounts or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

16

INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF ACCESS SPORT CIO - CONTINUED

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities Act 2011 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees are responsible for the preparation of the accounts and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of accounts that are free from material misstatement, whether due to fraud or error.

In preparing the accounts, the trustees are responsible for assessing the group’s and the parent charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or the parent charity or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the accounts

Our objectives are to obtain reasonable assurance about whether the accounts as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these accounts.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

How the audit was considered capable of detecting irregularities including fraud

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

17

INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF ACCESS SPORT CIO - CONTINUED

We assessed the susceptibility of the charity’s financial statements to material misstatement, including how fraud might occur by:

To address the risk of fraud through management bias and override of controls, we:

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence, if any.

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities for the audit of the accounts is located on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charity’s trustees, as a body, in accordance with section 144 of the Charities Act 2011 and with regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Buzzacott LLP Statutory Auditor 130 Wood Street Date: 6 December 2023 London EC2V 6DL

Buzzacott LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006

18

ACCESS SPORT CIO

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2023

GROUP
Notes
Income from:
Donations
1
Charitable activities
2
Other trading activities
17
Investments
3.a
Other sources
3.b
Total income
Expenditure on:
Raising funds
4
Charitable activities
5
- Programme activities
- Grants payable
Other trading activities
6
Total expenditure
Reconciliation of funds:
Net income (expenditure) for the
year, being net movement in funds
Total fund balances brought
forward at 1 April as restated
Total fund balances carried
forward at 31 March		 Unrestricted
funds
£
305,678
11,001
39,990
1,921
2,517
361,107
204,227
-
-
39,990
244,217
116,890
111,472
228,362		 Restricted
funds
£
113,476
1,388,576
-
1,407
-
1,503,459
19,371
1,279,918
166,854
-
1,466,143
37,316
448,756
486,072
2023		 Total
funds
£
419,154
1,399,577
39,990
3,328
2,517
1,864,566
223,598
1,279,918
166,854
39,990
1,710,360
154,206
560,228
714,434		 2022
Total
funds
£
650,578
984,622
53,638
79
-
1,688,917
220,868
1,405,042
45,419
53,638
1,724,967
36,050 )
(
596,278
560,228

All of the charity’s activities were from continuing operations in the above two financial periods.

The charity has no recognised gains or losses other than those included in the Statement of Financial Activities. The notes on pages 27 to 35 form an integral part of these financial statements.

19

ACCESS SPORT CIO

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2023

GROUP (COMPARATIVE)
Notes
Income from:
Donations
1
Charitable activities
2
Other trading activities
17
Investments
3
Total income
Expenditure on:
Raising funds
4
Charitable activities
5
- Programme activities (restated)
- Grants payable
Other trading activities
6
Total expenditure
Reconciliation of funds:
Net (expenditure) income for the year,
being net movement in funds
Total fund balances brought forward at
1 April (as restated)
Total fund balances carried forward at
31 March		 Unrestricted
funds
£
392,053
10,533
53,638
58
456,282
209,915
273,982
2,303
53,638
539,838
83,556 )
(
195,028
111,472		 Restricted
Total
funds
funds
£
£
258,525
650,578
974,089
984,622
-
53,638
21
79
1,232,635
1,688,917
10,953
220,868
1,131,060
1,405,042
43,116
45,419
-
53,638
1,185,129
1,724,967
47,506
36,050 )
(
401,250
596,278
448,756
560,228
2022

20

ACCESS SPORT CIO

BALANCE SHEETS AT 31 MARCH 2023

Notes
Fixed assets
Tangible fixed assets
11
Current assets
Debtors
12
Current asset investments
Cash at bank
Short-term deposits
Liabilities
13a
Net current assets
Net assets
16
The funds of the group/charity:
Unrestricted funds
14
Restricted funds
15
Total funds
Creditors: amounts falling due within
one year
Total assets less current liabilities		 As restated
2023
2022
£
£
21,215
19,917
353,897
117,118
170,000
170,000
133,970
378,162
176,718
344,960
141,366
469,929
693,219
540,311
714,434
560,228
714,434
560,228
228,362
111,472
486,072
448,756
714,434
560,228
Group		 Charity Charity
2023
£
21,215
353,897
170,000
133,970
176,718
141,366
693,219
714,434
714,434
228,362
486,072
714,434		 2023
£
21,215
353,395
170,000
128,942
176,718
135,846
693,209
714,424
714,424
228,352
486,072
714,424		 As restated
2022
£
19,917
148,310
170,000
341,814
344,960
464,783
540,301
560,218
560,218
111,462
448,756
560,218

Approved by the Trustees on 21 September 2023 and signed on their behalf by:

Martin McPhee Chairman

The notes on pages 27 to 35 form an integral part of these financial statements.

21

ACCESS SPORT CIO

CONSOLIDATED STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2023

Notes
Cash flows from operating activities:
Net cash (used in) provided by operating activities
A
Cash flows from investing activities:
Interest from investments
Purchase of investments
Proceeds from sale of tangible fixed assets
Purchase of tangible fixed assets
Net cash (used in) investing activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at 1 April
B
Cash and cash equivalents at 31 March
B		 2023
£
397,677 )
(
3,328
-
375
18,460 )
(
14,757 )
(
412,434 )
(
723,122
310,688		 As restated
2022
£
312,809
79
170,000 )
(
787
13,836 )
(
182,970 )
(
129,839
593,283
723,122

Notes to the statement of cash flows for the year to 31 March 2023

A Reconciliation of net movement in funds to net cash (used in) provided by operating activities

Adjustments for:
Depreciation charge
Investment income
(Increase) in debtors
(Decrease) increase in creditors
Net cash (used in) provided by operating activities
Cash at bank and in hand
Short-term deposits
Total cash and cash equivalents
Net movement in funds (as per the statement of
financial activities)
Analysis of cash and cash equivalents		 2023
£
154,206
16,787
3,328 )
(
236,779 )
(
328,563 )
(
397,677 )
(
2023
£
133,970
176,718
310,688		 2022
£
36,050 )
(
12,275
79 )
(
40,852 )
(
377,515
312,809
As restated
2022
£
378,162
344,960
723,122

B Analysis of cash and cash equivalents

C Reconciliation of net debt

The charity did not have any borrowings, derivatives or finance leases in the above two financial periods.

22

ACCESS SPORT CIO

PRINCIPAL ACCOUNTING POLICIES FOR THE YEAR ENDED 31 MARCH 2023

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are laid out below.

Statutory information

Access Sport CIO is a Charitable Incorporated Organisation registered in England and Wales. The charity's registered number is 1156819 and its registered office is Pill Box, 115 Coventry Road, London, E2 6GG.

Basis of preparation

These financial statements have been prepared for the year to 31 March 2023.

The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant accounting policies below or the notes to these financial statements. The financial statements are rounded to the nearest pound.

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (Charities SORP FRS 102); the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102); and the Charities Act 2011.

Access Sport CIO meets the definition of a public benefit entity under FRS 102.

Assessment of going concern

The Trustees have assessed whether the use of the going concern assumption is appropriate in preparing these financial statements. The Trustees have made this assessment in respect to a period of one year from the date of approval of these financial statements.

The Trustees of the charity have concluded that there are no material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern. The Trustees are of the opinion that the charity will have sufficient resources to meet its liabilities as they fall due.

Basis of consolidation

The group financial statements consolidate the results of the charity and its wholly-owned subsidiary Access Sport BMX CIC on a line by line basis.

23

ACCESS SPORT CIO

PRINCIPAL ACCOUNTING POLICIES - CONTINUED FOR THE YEAR ENDED 31 MARCH 2023

Critical accounting estimates and areas of judgement

Preparation of the financial statements requires the Trustees and management to make significant judgements and estimates.

The items in the financial statements where these judgements and estimates have been made include:

Income recognition

Income is recognised in the period in which the charity has entitlement to the income, the amount of income can be measured reliably, and it is probable that the income will be received.

Income comprises donations, income from charitable activities, investment income and income from other trading activities.

Income from donations and grants is recognised when receivable, except as follows:

• when donors specify that donations and grants given to the charity must be used in future accounting periods, the income is deferred until those periods; and

• when donors impose conditions, which must be fulfilled before the charity becomes entitled to use such income, the income is deferred and not included in income until the pre-conditions for use have been met.

When donors specify that donations and grants, including capital grants, are for particular purposes, which do not amount to pre-conditions regarding entitlement, this income is included in income of restricted funds when receivable.

Donated goods, services and facilities are included at the value to the charity where this can be quantified.

For performance-related grants, in the absence of specific milestones to determine entitlement, income is recognised to the extent that resources have been committed to the specific programme, as this is deemed to be a reliable estimate of the right to receive payment for the work performed. In this case, cash received in excess of expenditure is included as a creditor (as deferred income) and expenditure in excess of cash included as a debtor (as accrued income).

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

Income from other trading activities is from the supply of services, and is recognised with the delivery of the contracted service.

24

ACCESS SPORT CIO

PRINCIPAL ACCOUNTING POLICIES - CONTINUED FOR THE YEAR ENDED 31 MARCH 2023

Expenditure recognition

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to make a payment to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably.

All expenditure is accounted for on an accruals basis. Expenditure comprises direct costs and support costs. All expenses, including support costs, are allocated or apportioned to the applicable expenditure headings. The classification between activities is as follows:

All expenditure is stated inclusive of irrecoverable VAT.

Tangible fixed assets

All assets costing more than £500 and with an expected useful life exceeding one year are capitalised.

Depreciation is provided at the following straight-line annual rates in order to write off each asset over its estimated useful life.

Leasehold improvements - over the remaining life of the lease Equipment - over 4 years

Debtors

Debtors are recognised at their settlement amount, less any provision for non-recoverability. Prepayments are valued at the amount prepaid. They have been discounted to the present value of the future cash receipt where such discounting is material.

Investments

Investments are recognised at their market value as at the balance sheet date. Realised gains (or losses) on investment assets are calculated as the difference between disposal proceeds and their opening carrying value or their purchase value if acquired subsequent to the first day of the financial year. Unrealised gains and losses are calculated as the difference between the fair value at the year end and their carrying value at that date. Realised and unrealised investment gains (or losses) are combined in the Statement of Financial Activities and are credited (or debited) in the year in which they arise.

Cash and cash equivalents

Cash and cash equivalents represent such accounts and instruments that are short-term, highly liquid investments with an original maturity of three months or less.

25

ACCESS SPORT CIO

PRINCIPAL ACCOUNTING POLICIES - CONTINUED FOR THE YEAR ENDED 31 MARCH 2023

Creditors and provisions

Creditors and provisions are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Creditors and provisions are recognised at the amount the charity anticipates it will pay to settle the debt. They have been discounted to the present value of the future cash payment where such discounting is material.

Funds

Unrestricted funds are those available for the general purposes of the Charity. Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds are those funds whose purposes have been restricted by the donor to specific areas as set out in note 15.

Pensions

The charity operates a defined contribution pension scheme and the pension charge represents the amounts payable by the charity to the pension scheme in respect of the year.

Taxation

Access Sport CIO is a registered charity and therefore is not liable to income tax or corporation tax on income derived from its charitable activities.

Access Sport BMX CIC expects to transfer any profit made via gift aid to Access Sport CIO and therefore is not expected to incur any corporation tax liability.

Financial instruments

The charity only holds basic financial instruments as defined in FRS 102. The financial assets and financial liabilities of the charity and their measurement basis are as follows:

Financial assets – trade and other debtors are basic financial instruments and are debt instruments measured at amortised cost as detailed in note 12. Prepayments are not financial instruments.

Cash at bank, current asset investments and short-term deposits – are classified as a basic financial instruments and are measured at face value.

Financial liabilities – trade creditors, accruals and other creditors are financial instruments, and are measured at amortised cost as detailed in note 13. Taxation and social security are not included in the financial instruments disclosure definition. Deferred income is not deemed to be a financial liability, as the cash settlement has already taken place and there is an obligation to deliver services rather than cash or another financial instrument.

Leases

Rentals under operating leases are charged on a straight line basis over the lease term.

26

ACCESS SPORT CIO

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

1. Donations

General donations
Trusts and foundations
Corporate partners
Charities and other NFP organisations
Events, including annual dinner and auction
Community fundraising - organised challenges
Angus Irvine Playing Field Fund		 Unrestricted
Funds
£
63,404
84,571
45,512
19,498
84,431
8,262
-
305,678		 Restricted
Funds
£
-
7,000
-
-
-
-
106,476
113,476		 2023
£
63,404
91,571
45,512
19,498
84,431
8,262
106,476
419,154		 Unrestricted
Funds
£
51,201
53,000
164,874
-
80,426
42,552
-
392,053		 Restricted
Funds
£
37,687
89,750
-
-
-
15,032
116,056
258,525		 2022
£
88,888
142,750
164,874
-
80,426
57,584
116,056
650,578

2. Charitable activities

Government and lottery grants
Corporate grants
Trusts and foundations grants
Charitable organisations grants
Training, outreach and other charitable activities		 Unrestricted
Funds
£
-
-
-
-
11,001
11,001		 Restricted
Funds
£
543,589
74,316
513,302
251,658
5,711
1,388,576		 2023
£
543,589
74,316
513,302
251,658
16,712
1,399,577		 Unrestricted
Funds
£
-
10,533
10,533		 Restricted
Funds
£
329,260
42,000
553,036
49,793
974,089		 2022
£
329,260
42,000
553,036
49,793
10,533
984,622

Funding for charitable activities received during the year from Government sources totaled £543,589 (2022 £329,260).

A reclassification of categories under charitable activities has been conducted in line with the new organisational strategy. There have been no changes to overall income or to fund balances.

3.a. Investment Income

Deposit account interest
Income from other sources
Insurance claims		 Unrestricted
Funds
£
1,921
1,921
Unrestricted
Funds
£
2,517
2,517		 Restricted
Funds
£
1,407
1,407
Restricted
Funds
£
-
-		 2023
£
3,328
3,328
2023
£
2,517
2,517		 Unrestricted
Funds
£
58
58
Unrestricted
Funds
£
-
-		 Restricted
Funds
£
21
21
Restricted
Funds
£
-
-		 2022
£
79
79
2022
£
-
-

3.b. Income from other sources

27

ACCESS SPORT CIO

NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2023

4. Expenditure on raising funds

Staff costs (see note 9)
Fundraising expenses
Annual dinner expenses
Support costs (see note 7)		 Unrestricted
Funds
£
67,573
81,109
38,717
16,828
204,227		 Restricted
Funds
£
-
7,469
-
11,902
19,371		 2023
£
67,573
88,578
38,717
28,730
223,598		 Unrestricted
Funds
£
73,269
81,516
33,096
22,034
209,915		 Restricted
Funds
£
-
10,953
-
-
10,953		 2022
£
73,269
92,469
33,096
22,034
220,868

5. Expenditure on charitable activities

Staff costs (see note 9)
Direct programme activity
Grants to clubs
Support costs (see note 7)		 Programme
activities
£
721,794
303,540
-
254,584
1,279,918		 Grants
payable
£
4,447
18,591
110,628
33,188
166,854		 2023
£
726,241
322,131
110,628
287,772
1,446,772		 Programme
activities
£
499,891
626,186
-
278,965
1,405,042		 Grants
payable
£
1,000
8,296
33,820
2,303
45,419		 2022
£
500,891
634,482
33,820
281,268
1,450,461

Grants to clubs are all made by the Angus Irvine Playing Fields Fund. Staff and direct programme activity costs have been directly apportioned here. Support costs apportioned to charitable activities are then apportioned to programme activity and grants payable according to the proportion of staff and direct programme activity costs (see note 7).

6. Expenditure on other trading activities

Staff costs (see note 9)
Other direct costs		 2023
£
11,822
28,168
39,990		 2022
£
12,274
41,364
53,638

28

ACCESS SPORT CIO

NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2023

7. Support costs

Staff costs (see note 9)
Other direct costs
Depreciation costs
Governance costs (see note 8)		 Raising
funds
£
9,756
16,110
1,524
1,340
28,730		 Charitable
activities
£
97,724
161,366
15,263
13,419
287,772		 2023
£
107,480
177,476
16,787
14,759
316,502		 Raising
funds
£
12,977
7,497
892
668
22,034		 Charitable
activities
£
165,657
95,699
11,383
8,529
281,268		 2022
£
178,634
103,196
12,275
9,197
303,302

Staff costs are allocated directly to the activities they relate to, with any remaining salary costs being allocated to support costs, and then apportioned with other support costs.

Depreciation costs are allocated entirely to support costs and then apportioned with other support costs.

Governance costs are allocated entirely to support costs and then apportioned with other support costs.

Support costs are apportioned across raising funds and charitable activities based on the Full Time Equivalent (FTE) of staff time worked on each activity.

8. Governance costs

Auditor’s remuneration
- Audit fees - current year
- Audit fees - under accrued from prior year
Legal and bank fees		 2023
£
13,200
720
839
14,759		 2022
£
8,820
193
184
9,197

9. Staff costs and numbers and remuneration of key management personnel

The average number of persons working for the charity during the year was as follows:

2023
22
The aggregate amount of salaries, wages and related costs of employees is comprised as follows:
2023
£
Salaries and wages
808,184
Social security costs
89,190
Pension costs
15,742
913,116
Higher-paid employees were remunerated as follows:
2023
£
£60,000-£69,999
-
£70,000-£79,999
1
£90,000-£99,999
1
2		 2022
20
2022
£
681,044
70,356
13,666
765,066
2022
£
2
-
-
2

The key management personnel of the charity in charge of directing and controlling, running and operating the charity on a day to day basis comprise 6 posts (see p.8 for the definition of key management personnel). During the year ended 31 March 2023, these 6 posts were taken up by 7 members of staff due to there being one leaver during the year. The total remuneration (including taxable benefits and employer's pension contributions) of the 7 key management personnel for the year was £409,619 (2022: £355,436).

29

ACCESS SPORT CIO

NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2023

10. Leasing Commitments

The future total minimum payments to which the Group is committed as at 31 March 2023 under operating lease agreements are as follows:

Office premises
Net present value of total lease commitments due:
Within one year
Between one and five years
Over five years		 2023
£
24,147
-
-
24,147		 2022
£
25,000
4,167
-
29,167

11. Tangible fixed assets

Group and charity
Leasehold
improvements
£
Cost or valuation
At 1 April 2022
34,120
Additions
-
Disposals
-
At 31 March 2023
34,120
Depreciation
At 1 April 2022
34,120
Charge for the year
-
Eliminated on disposal
-
At 31 March 2023
34,120
Net book values
At 31 March 2023
-
At 31 March 2022
-		 Equipment
(office)
£
63,096
11,270
1,515 )
(
72,851
43,179
9,597
1,140 )
(
51,636
21,215
19,917		 Equipment
(sports)
£
-
7,190
-
7,190
-
7,190
-
7,190
-
-		 Total
£
97,216
18,460
1,515 )
(
114,161
77,299
16,787
1,140 )
(
92,946
21,215
19,917

30

ACCESS SPORT CIO

NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2023

12. Debtors

Other debtors
Prepayments
Accrued income		 2023
2022
£
£
25,571
22,703
26,066
12,046
302,260
82,369
353,897
117,118
Group		 Charity Charity
2023
£
25,571
26,066
302,260
353,897		 2023
£
25,571
25,564
302,260
353,395		 2022
£
72,511
11,575
64,224
148,310

13.a. Creditors: amounts falling due within one year

Trade creditors
Other creditors
Taxation and social security
Accruals
Deferred income (see note 13.b)		 2023
2022
£
£
11,833
191,917
12,970
5,339
22,471
20,107
55,304
129,218
38,788
123,348
141,366
469,929
Group		 Charity Charity
2023
£
11,833
12,970
22,471
55,304
38,788
141,366		 2023
£
11,833
12,970
21,751
50,504
38,788
135,846		 2022
£
191,917
5,339
19,160
125,019
123,348
464,783

13.b. Deferred income

Brought forward at 1 April
Received in the year
Expended in the year
Carried forward at 31 March		 2023
2022
£
£
123,348
24,750
435,668
123,348
520,228 )
(
24,750 )
(
38,788
123,348
Group		 Charity Charity
2023
£
123,348
435,668
520,228 )
(
38,788		 2023
£
123,348
435,668
520,228 )
(
38,788		 2022
£
24,750
123,348
24,750 )
(
123,348

31

ACCESS SPORT CIO

NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2023

14. Unrestricted funds

General fund
General fund
15.
Restricted funds
Changing Sports - Cycling
Changing Sports - Multisports
Changing Places - London
Changing Places - Bristol
Changing Places - Manchester
Angus Irvine Playing Field Fund
Other restricted programmes
Changing Sports - Cycling
Changing Sports - Multisports
Changing Places - London
Changing Places - Bristol
Changing Places - Manchester
Angus Irvine Playing Field Fund
Other restricted programmes		 Balance
as at
1 April
2022
£
111,472
111,472
Balance
as at
1 April
2021
£
195,028
195,028
Balance
as at
1 April
2022
£
94,415
-
72,491
44,442
13,437
222,496
1,475
448,756
Balance
as at
1 April
2021
£
139,738
19,483
21,087
46,865
17,585
156,492
-
401,250		 Income
£
361,107
361,107
Income
(restated)
£
456,282
456,282
Income
£
600,473
171,695
207,870
145,160
189,243
107,884
81,134
1,503,459
Income
(restated)
£
702,196
18,060
144,008
135,455
68,939
116,077
47,900
1,232,635		 Expenditure
£
244,217 )
(
244,217 )
(
Expenditure
(restated)
£
539,838 )
(
539,838 )
(
Expenditure
£
586,832 )
(
123,084 )
(
202,953 )
(
142,461 )
(
187,745 )
(
140,459 )
(
82,609 )
(
1,466,143 )
(
Expenditure
(restated)
£
747,519 )
(
37,543 )
(
92,604 )
(
137,878 )
(
73,087 )
(
50,073 )
(
46,425 )
(
1,185,129 )
(		 Balance
as at
31 March
2023
£
228,362
228,362
Balance
as at
31 March
2022
£
111,472
111,472
Balance
as at
31 March
2023
£
108,056
48,611
77,408
47,141
14,935
189,921
-
486,072
Balance
as at
31 March
2022
£
94,415
-
72,491
44,442
13,437
222,496
1,475
448,756

32

ACCESS SPORT CIO

NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2023

15. Restricted funds continued

Description of Restricted Funds:

Changing Sports - Cycling: developing community cycling facilities, inclusive cycling clubs and delivering cycle training to disadvantaged and disabled young people – currently in London, Bristol, Manchester and Sheffield and developing a national network of inclusive cycling clubs. Main funders are The London Marathon Foundation (formerly Charitable Trust), Sport England, The Bikeability Trust and the Medlock Charitable Trust, with contributions from local authorities, and several other trusts and foundations.

Changing Sports - Multisports: Developing national networks of inclusive clubs focusing on specialist-sports, currently rugby, hockey, cricket and basketball, expanding into tennis and touch rugby over the coming year. Main funders are Sport England, The Rugby Football League, Scope and England Hockey.

Changing Places - London: enabling community sports clubs and organisations to include disabled children and young people, with a multi-sport focus. Main funders are National Lottery, Comic Relief, the City Bridge Trust, St James Place Foundation, and London Sport.

Changing Places - Bristol: enabling community sports clubs and organisations to include disabled children and young people, with a multi-sport focus. Main funders are Sport England, St James Place Foundation, and Bristol City Council.

Changing Places - Manchester: capacity-building inclusive, community sports clubs in underserved communities in Greater Manchester. Main funders include Nuffield Health, Trafford Council, the Albert Gubay Charitable Foundation, the Peter Kershaw Trust, ForHousing Salford, and Beaverbrooks Charitable Trust.

Angus Irvine Playing Field Fund: The Playing Fields Legacy Fund was a charity established by the late Angus Irvine in 2012, prompted by what he felt was a failure of the 2012 London Olympics to provide the promised legacy for grass-roots sport. In order to fully capitalise on what Angus achieved, in 2018 the trustees decided to join forces with Access Sport and form a new fund, through which Access Sport will act as custodian of Angus's legacy for the long-term - ensuring the remaining funds reach the projects that need them the most and working with Angus's children and grandchildren to continue the remarkable fundraising that Angus started.

Other restricted programmes: includes projects that cover cross-programme work and small pilot projects across both Changing Sports and Changing Places. Main funders are Sport England, and Columbia Threadneedle Charitable Trust.

16. Analysis of group net assets between funds

Fund balances at 31 March 2023 are
represented by:
Tangible fixed assets
Net current assets
Total net assets
Fund balances at 31 March 2022 are
represented by:
Tangible fixed assets
Net current assets
Total net assets		 General
Funds
£
21,215
207,147
228,362
General
Funds
£
19,917
91,555
111,472		 Restricted
funds
£
-
486,072
486,072
Restricted
funds
£
-
448,756
448,756		 2023
Total
£
21,215
693,219
714,434
2022
Total
£
19,917
540,311
560,228

33

ACCESS SPORT CIO

NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2023

17. Investment in subsidiary

The charity is parent to Access Sport BMX CIC which is a registered Community Interest Company (Company number 10603583). The subsidiary is limited by guarantee. Access Sport CIO holds the voting rights and is the guarantor. The net assets are included in the group balance sheet, and the income and expenditure are included in the group Statement of Financial Activities but are not part of the charity accounts.

a Summary of profit and loss account for Access Sport BMX CIC

Turnover
Cost of sales
Gross profit
Other expenses
Net profit before taxation
Gift aid to Access Sport CIO
Profit after taxation
Summary of balance sheet for Access Sport BMX CIC
Tangible fixed assets
Debtors
Cash at bank and in hand
Current assets
Creditors
Net assets
Aggregate capital and reserves		 2023
£
39,990
39,990 )
(
-
-
-
-
-
2023
£
-
503
5,027
5,530
5,520 )
(
10
10		 2022
£
53,638
53,638 )
(
-
-
-
-
-
2022
£
-
20,926
36,348
57,274
57,264 )
(
10
10

b Summary of balance sheet for Access Sport BMX CIC

34

ACCESS SPORT CIO

NOTES TO THE FINANCIAL STATEMENTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2023

18. Related parties

a Trustees or connected persons

Donations of £12,851 were received from four trustees (2022: £6,895 from three trustees).

No trustee received any form of emoluments from the charity during the year (2022: £nil). Two trustees have been reimbursed £190 for travel expenses incurred during the year (2021: £292 for one Trustee).

The partner of one trustee occupies a position of significant control at Sport England. Direct funding of £337,380 was received from Sport England during the financial period ending 31 March 2023. The trustee was not on the board at the time the agreement was signed and took no part in any decisions made by the board regarding Sport England funding.

b Other related parties

The ultimate parent undertaking (Parent Charity) is Access Sport CIO.

The charity has taken the exemption afforded by FRS 102 to disclose related party transactions with Access Sport BMX CIC as it is a wholly owned subsidiary of the charity.

19. Donated goods and services

Donated goods and services of £48,676 were received (2022: £6,434).

20. Agency agreement

Access Sport CIO has an agency agreement with Brixton BMX club to receive donations on their behalf, since they are not a registered charity. All donations are passed directly on to Brixton BMX without deduction of fees.

Funds received during 2022/23 on behalf of Brixton BMX totaled £11,500 (2021/22: £7,178), and the balance held at 31 March 2023 was £NIL (31 March 2022: £3,056).

21. Prior year restatement

A correction has been made to the figures as at 31 March 2022 on the balance sheet and cash flow statement, to ensure that current asset investments, cash at bank and short-term deposits are appropriately disclosed as per the requirements to the Charity SORP FRS 102.

35

ACCESS SPORT CIO

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2023

CHARITY
Notes
Income from:
Donations
1
Charitable activities
2
Investments
3.a.
Other sources
3.b.
Total income
Expenditure on:
Raising funds
4
Charitable activities
5
- Programme activities
- Grants payable
Total expenditure
Reconciliation of funds:
Net (expenditure) income for the
year, being net movement in funds
Total fund balances brought
forward at 1 April
Total fund balances carried forward
at 31 March		 Unrestricted
funds
£
305,678
11,001
1,921
2,517
321,117
204,227
-
-
204,227
116,890
111,462
228,352		 Restricted
funds
£
113,476
1,388,576
1,407
-
1,503,459
19,371
1,279,918
166,854
1,466,143
37,316
448,756
486,072
2023		 Total
funds
£
419,154
1,399,577
3,328
2,517
1,824,576
223,598
1,279,918
166,854
1,670,370
154,206
560,218
714,424		 2022
Total
funds
£
650,578
984,622
79
-
1,635,279
220,868
1,405,042
45,419
1,671,329
36,050 )
(
596,268
560,218

All of the charity’s activities were from continuing operations in the above two financial periods.

The charity has no recognised gains or losses other than those included in the Statement of Financial Activities.

This page does not form part of the audited financial statements

36

ACCESS SPORT CIO

DETAIL OF INCOME FROM PUBLIC INVESTORS FOR THE YEAR ENDED 31 MARCH 2023

INCOME
Brought forward from 2021/22
Revenue
Total
EXPENDITURE
Direct Project Costs
Salaries
Overheads
Total
Carry forward to 2023/24		 Sport
England
Governing
bodies
ESC
Lottery
Local
Authorities Total
-
-
-
44,085
44,085
362,320
70,331
59,890
51,048
543,589
362,320
70,331
59,890
95,133
587,674
92,167
11,381
15,462
29,926
148,936
237,183
42,875
32,577
37,857
350,492
26,385
6,575
4,563
23,600
61,123
355,735
60,831
52,602
91,383
560,551
6,585
9,500
7,288
3,750
27,123

This page does not form part of the audited financial statements

37